Strategic Plan 2019 -2022 - Building Capacity, Driving Change
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Strategic Plan 2019 –2022 Building Capacity, Driving Change
Our Vision
Our Vision 1 The National Museum of Ireland’s vision is
From Master Vision to Strategic Intent 2 for a museum of international quality and
standing, rightly positioned and valued
Objectives of the Master Vision at the forefront of Ireland’s cultural life,
& Strategic Plan 3
by preserving and presenting the stories
The Values We Bring to Everything We Do 4 of Ireland and its place in the world.
Pillar 1 – Capacity 6
Pillar 2 – Collections 9
Pillar 3 – Engagement 10
Implementation 12
1 Strategic Plan 2019—2022
From Master Vision Objectives of the Master Vision
to Strategic Intent & Strategic Plan
The National Museum of Ireland (NMI) is entrusted to collect, curate, Recognising the significant developments required within the N M I
preserve and interpret the best collections in the world relating to Ireland, to realise our collective ambition, our 15-year Master Vision set out the following
presenting a fully-rounded history of the life of Ireland over millennia. objectives for change to be achieved through three strategic plans,
We hold and tell the story of how the cultures of the world came to us in Ireland, of which this is the first:
and how the culture of Ireland was brought out into the world.
• Organisational change that enables of Public Expenditure and Reform,
Engaging over one million visitors annually recognise the privilege and responsibilities of the NMI team to achieve our vision Office of Public Works (OPW), Creative
with a national collection of outstanding this role – from stewardship to interpretation. Ireland, Houses of the Oireachtas and
significance globally, we deliver a diverse We have ambition for our collection, our staff • Investment in research, learning, fellow cultural institutions
range of exhibitions, events and learning and our buildings. This strategic plan, Building innovation and digitisation to enable
programmes. The organisation comprises Capacity, Driving Change represents the the NMI extend its reach • The proactive development of regional
an engaged and committed Board and first phase of delivery of our Master Vision, partnerships to deliver a truly national service
team spanning many disciplines and areas Connecting our Past and our Future, which • A strategic and sustainable working
of expertise. As the custodians of Ireland’s was published in May 2018. relationship with key partner agencies, • Ensuring professional standards in
material culture and scientific collections, we including the Department of Culture, collections care
Heritage and the Gaeltacht, Department
With this first strategic plan, the N M I recognises its success to date and seeks
to lay the foundations for greater and sustainable growth into the future. This
plan will drive change within our organisation making it fit for purpose for the
demands of a 21st century museum. The plan recognises that, to achieve our
ambitious vision, we need to reflect on our learnings to date, significantly build
capacity and deliver on clearly outlined, measurable and achievable objectives.
2 Ard- Mhúsaem na h Éireann / National Museum of Ireland 3 Strategic Plan 2019—2022
The Values We Bring
to Everything We Do
We will navigate the delivery of this strategic plan through a deep commitment This strategic plan was developed through plans across the N M I’s departments in the first
to our organisational values. These five values provide the principles by which we a collaborative process with the N M I team, phase of implementation. The capacity pillar
deliver our mission and vision, how we welcome our visitors, conduct our research, Board and stakeholders. The three pillars will be prioritised operationally underlining our
identified reflect the collective experience belief that significantly growing the resources
produce exhibitions, and fulfil our statutory and corporate responsibilities. and knowledge of our organisation, and will ( financial, staffing, buildings ) of the N M I is
provide guidance for our activity over the the key enabler to ensuring the success of the
next four years. Each pillar outlines key areas 15-Year Master Vision.
of focus and objectives which will be further
expanded and delineated through operational
Stewardship Accessibility
We are responsible for the professional We are for everyone. We will ensure
care and interpretation of the national our collections and activities are wide-
collections, informed by rigorous research, reaching and will seek to engage new
scholarship and staff expertise. audiences. We aim to provide universal
access across all our sites and services.
Stewardship
Innovation Collaboration
We aim to increase our capacity to share We will work with organisations and
our collections across physical and online communities to maximise our impact and
platforms, exploring innovative ways of increase our interaction at local, national
collaborating across education, research, and international level.
arts and humanities, museum studies,
Collaboration CONNECTING Innovation
economic development and science. ENGAGING
&
BUILDING
Transparency CAPACITY
We strive to deal openly with all and operate
strong corporate governance and compliance
principles. We hold the collections on behalf of
the people of Ireland and we provide a lens for Accessibility Transparency
our visitors to gain perspectives on the future
while enhancing understanding of our past.
4 Ard- Mhúsaem na h Éireann / National Museum of Ireland 5 Strategic Plan 2019—2022
Pillar 1 – Capacity
Area of Focus Objectives Area of Focus Objectives
Priority – NMI Team Priority – Buildings
1 Driving Change A Design and implement organisational structures 1 NMI – Natural History A Design, develop and initiate the redevelopment and
appropriate to a contemporary national museum refurbishment project for the N M I – Natural History
B Review all staff grades and job descriptions, to deliver a B Revamp the exhibition areas and interpretation services
programme for change that develops and strengthens C Develop a case study and implementation model from
the team’s ethos and spirit the NMI – Natural History project, to learn from
C Establish a strategic development steering group, its success, and replicate the process at our other
working both reactively and proactively, to develop and sites as best practice
deliver expertise in fundraising, project management,
operations, stakeholder management, as well as 2 Collections Resource Centre (CRC) A Prepare a detailed development and control plan for
benchmark successful projects to establish best practice the C R C to address all risks documented in 2018
2 Maximise Skills A Develop a continuous professional development B Design, develop and initiate a new brief for C R C
and Expertise programme for all staff providing long-term sustainable solutions for N M I
B Carry out a skills-analysis and set targets for learning collections, our duty of care, and customer access needs
and skills development that responds to gaps C Develop bespoke facilities for care of collections,
identified, thereby fostering the highest standards ensuring access for research, education, and public
through investment in our staff enjoyment while adhering to security protocols
appropriate to reserve collections’ access
3 Grow & Diversify the Team A Grow the NMI team to the scale commensurate to
ensure we achieve the objectives of the Master Vision 3 Consolidation of Existing A Secure a Memorandum of Understanding (MoU) with
B Develop a workforce plan and recruitment policies Building Assets Office of Public Works (O P W) that builds on our
aligned with our values, and based on an analysis of relationship, provides a safe physical work and visitor
the skills and diversity of the team environment, and sets out a compelling vision for all
C Work on broadening the diversity of the team to reflect N M I sites
the diversity of Ireland’s population B Prioritise and commence the refurbishment of the
rotunda roof and mosaic floor in N M I – Archaeology
Initiate improvements in accessibility and
exhibition capacity
C Develop a masterplan for NMI – Decorative Arts &
History and begin implementation
D Develop a masterplan for NMI – Country Life and
begin implementation
E Develop a masterplan for NMI – Archaeology and
begin implementation
6 Ard- Mhúsaem na h Éireann / National Museum of Ireland 7 Strategic Plan 2019—2022
Pillar 2 – Collections
Area of Focus Objectives Area of Focus Objectives
Priority – Systems Priority – Achieving Excellence
1 Resource A Prepare for and begin implementation of the 1 Collection Care A Design an organisation-wide collections project which
Management Financial Management Shared Services Project creates new protocols for the care and handling of
B Review our existing business model and develop more collections, with a particular focus on preventative
diverse streams of income aligned with the ambitions conservation, rigorous research and expertise
and scale of our Master Vision B Ensure capacity is in place to deliver cross-
C Increase overall income from public, private and earned departmental participation in collections’ care and
sources, and develop an NMI-wide commercial and management and recording of new practices
retail strategy
2 Interpretation A Create the resources and expertise needed in
2 IT & Connectivity A Deliver publicly accessible WiFi at all NMI sites exhibitions development and project management, to
deliver on audience needs through the latest theory
B Carry out a risk assessment of all ICT systems and put in and practice in interpretation
place an action plan in response
B Develop a cohesive exhibitions policy and procedure
C Review and assess our internal communications and
project management systems, and develop new tools
and systems to respond to the challenges of our 3 Museum Standards A Mobilise the M SPI accreditation process to release
multi-site nature while ensuring knowledge sharing Programme Ireland (MSPI) resources and enable change
and collaboration B Work to achieve M S P I accreditation within the
timeframe of this strategic plan
3 Corporate A Develop better systems to respond to our statutory
Governance role as set out in the National Cultural Institutions Act Priority – Digitisation
(1997), National Monuments Acts (1930 to 2004) and
1 Increasing A Design, develop and initiate an organisation-wide
National Archives Act (1986)
Accessibility strategy for the long-term delivery of digital
B Develop intuitive processes to enable the compilation online collections
of corporate documents to align with the Code of B Procure and put in place critical systems for the
Practice for the Governance of State Bodies ( 2016 ) delivery of Phase I of the digitisation of
C Stress-test our compliance ensuring all policies are up N M I’s collections
to date, and make changes where compliance fails or
falls short
Priority – Inventory Project
1 Stewardship of A Deliver Phase II of the Documentation
the Collection ( Inventory ) Project
B Design and develop a sustainable strategy for the
documentation of the collection into the future
8 Ard- Mhúsaem na h Éireann / National Museum of Ireland 9 Strategic Plan 2019—2022
Pillar 3 – Engagement
Area of Focus Objectives Area of Focus Objectives
Priority – Programming 3 Digital Platforms A Complete and roll out the new N M I website
1 Exhibitions A Develop and implement a process-led approach to B Develop and roll out a digital strategy for N M I
exhibition planning and development, including major encompassing new forms of exhibition interpretation
exhibitions and themed displays and social media strategies
B Develop and implement interpretation and branding
protocols for exhibitions and displays, both permanent Priority – Collaboration
and temporary
C Develop a masterplan for the improvement of existing 1 Internal Collaboration A Establish a framework of best practice for
permanent displays, enabling the development of cross-departmental collaboration
compelling cases for support and investment B Define and establish a minimum of four cross-
D Complete the design for the History of Ireland series of departmental projects in areas of strategic focus that
galleries within the Decade of Centenaries ( by 2023 ), enhance and enable internal collaboration, such as the
opening an exhibition on the Foundation of the State strategic development steering group or the
for 2022 organisation-wide collections project
2 Learning Programmes A Develop Learning programmes linked to specific 2 Enabling Partners A Develop and deliver an agreed programme of work
& Resources critical communities and audiences of focus for each with O P W for all N M I sites
NMI site B Engage regularly with Department of Culture, Heritage
B Strengthen cross-departmental collaboration and the Gaeltacht, and the Department of Public
between public programming and exhibition Expenditure and Reform, ensuring a strong
development collaborative relationship
C Develop and document research learning projects C Engage and connect with partners in local, national
and models of participatory practice and and international government and State agencies
communicate findings with the arts and cultural sector
3 Strategic Partners & Stakeholders A Increase our working partnerships with regional
museums, universities, research centres and other
Priority – Communications cultural organisations in relation to loans from
1 Branding & Identity Develop an identity for N M I that addresses: our collections
A Lack of cohesion between sites and the naming B Review and improve the engagement process for both
protocols of each NMI and local museums
B Better positioning of each site within its locale C Develop engagements that support the
implementation of Culture 2025, Heritage Ireland
C Improved wayfinding on site and assisting 2030 and the pillars of Creative Ireland
audience engagement
D Establish a group of up to 50 key stakeholders
and experts to operate as an advisory group providing
2 Audience Research A Carry out extensive audience research external perspectives meeting two to three times a year
B Leverage this new research to develop and implement E Resource and identify opportunities for the development
communications plans, programmes and offerings that of philanthropic, corporate and patronage investment
speak directly to new and under-represented audiences
10 Ard- Mhúsaem na h Éireann / National Museum of Ireland 11 Strategic Plan 2019—2022
Implementation The pillars of this strategic plan will be We are committed to a quarterly progress realised over the next four years through review each year, commissioned by the a comprehensive implementation and steering group and monitored by Board sub- operational programme. Built around the committees, as well as evaluation and impact collective plans of each area of NMI, as assessment through our annual reporting well as via cross-departmental projects, the process. Building Capacity, Driving Change is operational programme will outline the key foremost a living document that will provide enablers (including staff, finance, project direction and guidance to the NMI Board management and new operational structures) and team enabling us to effectively begin the necessary to achieve our ambitions. For process of achieving our 15-year Master Vision. Building Capacity, Driving Change to realise its objectives, it is crucial that NMI secures a significant increase in staff and financial resources, which are the critical enablers of this strategic plan. The operational programme will also detail the expected outcomes and impacts; include an evaluation matrix; as well as establish and activate an accompanying strategic development steering group with ownership of specific pillars and areas of focus spread throughout the organisation. 12 Ard- Mhúsaem na h Éireann / National Museum of Ireland
Ard-Mhúsaem na hÉireann / National Museum of Ireland www.museum.ie +353 1 6777444
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